Archive for the ‘International Business’ Category
Monday, December 12th, 2011
People doing business on an international stage faced unprecedented opportunities and challenges in 2011. In a year that ushered in the Arab Spring and a fracturing of the Eurozone, the world grew more complex, interdependent and fragile.
Yet societies are demonstrating surprising capacities for resilience. Emerging economies are propelling an uneven global recovery from the Great Recession. Engineers in places like Nairobi, São Paulo and Doha are beginning to build export-worthy technologies.
Only a few years ago, these developments would have been hard to fathom. This is a momentous time for anyone engaged in cross-market projects. It’s only fitting that the year’s top books match the scale of the changes we’re witnessing.
Here’s a year-end roundup of books that define our times and guide practitioners with a global perspective:
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Tags: 2011 books, Bruce Rutherford, Daniel Yergin, David Brooks, Deborah Brautigam, Francis Fukuyama, Ivor W. Hartman, Jeffrey Sachs, John R. Bradley, Joseph S. Nye, Michael Lewis, Michael Spence, Niall Ferguson, Richard McGregor, Robert Kaplan, Tim Harford, touch points
Posted in Books, Economics, International Business, What's Next? (WILD CARD) | No Comments »
Tuesday, November 15th, 2011
Booming São Paulo
The West and the Rest
This is a tale of two economies with interlocking features. One has excess supply; the other has gnawing demand. In the West, economic growth is slowed while emerging markets are busting at the seams. An explosion in the number of urban, middle class consumers and related factors is powering growth in emerging markets.
The World Bank estimates that, on average, emerging nations will grow by 4.7 percent – double that of developed countries — through 2025. That growth isn’t only evident in the so-called BRIC nations, but in Turkey, Indonesia, South Korea, and across the developing world. Some of the fast growing regions are in Sub-Saharan Africa.
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Tags: "emerging", BRIC, developed marker, developing market, emerging economies, Emerging Markets, Indonesia, macroeconomics, market entry, market entry strategy, multipolar, Sao Paulo, South Korea, Turkey
Posted in Business Model, Economics, Emerging Markets, International Business, Market Entry, MetaPlanning, Service design | 6 Comments »
Friday, April 29th, 2011
If you’re absorbed by events in the Middle East and crave more information about the the region, here are three highly readable, essential books. Each provides a comprehensive view of a surprisingly diverse and increasingly dynamic part of the world.
The Middle East (1997) – Author Bernard Lewis is the senior dean of Middle East scholars. He’s a gifted storyteller with unparalleled subject mastery – a rare combination. Lewis makes clear sense out of complexity. This engaging primer is the gold standard of books on the region.
A Peace to End All Peace – The Fall of the Ottoman Empire and Creation of the Modern Middle East (2001) – David Fromkin toiled for ten years to describe the birth of the region’s nation states. This is the story of how the Western powers carved up the Middle East with little regard for the consequences. It’s required reading for anyone interested in understanding the forces that shape the region today.
The Modern Middle East: A Political History since the First World War (2nd Edition) (2011) – This primer by Mehren Kamrava provides a sound historical context for the events of today’s Arab Spring. Kamrava updated the book in the 2nd edition, published earlier this year. It’s recommended for anyone wanting to fill the gaps in their understanding of the region.
Tags: Bernard Lewis, David Fromkin, essential reading, gcc, Mehran Kamrava, mena, middle east, Ottoman
Posted in Books, Gulf (GCC) Region, International Business, Middle East | No Comments »
Sunday, December 19th, 2010
Turning the page…
Another interesting year is rapidly winding down. This year, I had the chance to work with many gifted business and tech leaders, but it was particularly satisfying collaborating with innovators in developing regions — the Sub-Sahara, the Middle East and South Asia.
It’s time for Western multinational companies — especially those in the customer-facing sectors — to enter developing markets where consumer-led growth is robust but capital and resources are in short supply.
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Tags: "disruptive innovation", Business Model, Collaboration, collaborative, consultancy, consulting, developed markets, developing markets, disruptive, emerging market, Finikiotis, frontier markets, Innovation, innovators, m-money, middle east, prahalad, south asia, Sub-Sahara
Posted in africa, Business Model, Business Practices, Collaboration, Emerging Markets, International Business, Sub-Sahara Region, Telecommunications, West Africa, What's Next? (WILD CARD) | 2 Comments »
Thursday, October 28th, 2010
India’s top mobile carrier, Bharti Airtel, is bringing its ultra low-cost services to the sub-Sahara. Can it adapt its managed services model to penetrate Africa’s under-served, low-income markets? What are the implications?
Out of the East
Asia’s growing influence in Africa is receiving worldwide attention. China’s investment in Africa will top $100 billion dollars this year making it the continent’s biggest trading partner. There are 800 Chinese companies with over 4 million Chinese people living and working there. China’s impact on Africa, as author Richard Dowden observed, is the biggest economic shift of the twenty-first century.
Now, the story of Asia’s push into Africa is being revised to highlight players from India. In June, Bharti Airtel, India’s largest mobile carrier – the 5th largest telecom in the world – bought Kuwait-based Zain’s operations in 16 African countries for $10.7 billion in cash.
Bharti has been eager to grab a piece of Africa’s growing mobile market for some time. In 2009, it tried to buy MTN, Africa’s largest carrier, but the deal failed due to regulatory roadblocks. Undeterred, Bharti pivoted quickly setting its sights on Zain. By June, Bharti bagged its African trophy, though some analysts thought it paid too much for Zain’s assets.
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Tags: bharti, bharti airtel, bharti enterprises, Finikiotis, ibm, mtn, osprey, Richard Dowden, spanco, tech mahindra, zain
Posted in africa, Business Model, Emerging Markets, International Business, Sub-Sahara Region, Telecommunications, West Africa, What's Next? (WILD CARD) | 3 Comments »
Wednesday, June 9th, 2010
The World Comes to Africa
As the World Cup gets underway this week in South Africa—the first ever to be held on the African continent—the world media is turning its attention there.
Typically, coverage of Africa by the international media is limited to stories about intractable problems—disease, war, famine, and corruption. Many of the World Cup stories are taking a similar tact. Stories about the South Africa’s five new stadiums underscore the nation’s mounting debt while other pieces highlight its security concerns.
A lot of the coverage reflects the world media’s skewed view of Africa as a monolithic place that’s plagued with tragedy. Severe challenges do exist, but many African societies are quietly building their institutions and infrastructures. It’s time the outside world views Africa through a broader, more accurate lens. (more…)
Tags: africa, African diversity, FIFA, Finikiotis, football, John Reader, osprey, Richard Dowden, soccer, South Africa, World Cup
Posted in africa, Emerging Markets, International Business, Sub-Sahara Region, West Africa | 2 Comments »
Saturday, April 24th, 2010
Invest time in languages and intercultural awareness. Focus on becoming part of global citizenry. In exchange for the opportunity to participate everywhere/anywhere in the world you have the obligation to do something productive, which will improve the world. ~C.K. Prahalad
Distinguished scholar and visionary
The distinguished business scholar, C. K. Prahalad, died unexpectedly last week of a lung ailment at the age of 69. His contributions to the pursuit of business strategy and innovation are unparalleled. He’s had an enormous influence on my work and that of my peers.
Dr. Prahalad was more than a celebrated management guru, he was a visionary. He redefined the way that a growing number of global businesses deal with developing markets, and he helped to shape a new economic paradigm.
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Tags: base of the pyramid, C. K. Prahalad, Gary Hamel, Hindustan Unilever, inclusive capitalism, low income consumer, nano, philanthrocapitalist, poor consumers, prahalad, reverse innovation, Social Entrepreneur, Tata Motors, trickle up innovation
Posted in Collaboration, Emerging Markets, Innovation, International Business, leadership, N=P, R=G | 6 Comments »
Thursday, March 11th, 2010
Evening at Cape Point on the tip of South Africa
While the business world is preoccupied with the global economic recovery, a mobile revolution is quietly reshaping the marketplace in the developing world. In Africa, mobile phones are providing access to communications for millions of people who’ve never had fixed communications let alone cell phones. I’ve written before about the impact that such ‘leapfrogging’ is having on African business. Now, we’re beginning to see exciting and substantial commercial projects taking shape, particularly in the service sector.
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Tags: african innovation, african mobile, international telecommunications union, itu, leapfrog, Leapfrogging, m-banking, m-commerce, m-pesa, mobile revolution, mobileindustry
Posted in Emerging Markets, ICT, International Business, Sub-Sahara Region, Technology from Developing Regions, Telecommunications, Uncategorized, West Africa, What's Next? (WILD CARD) | 1 Comment »
Friday, January 1st, 2010
One of the more satisfying experiences at year’s end is reaching out to clients, partners and colleagues to thank them for their business and their stalwart support. It’s even sweeter this time while reflecting on an entire decade going back to the early days of my business.
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Tags: 2010, appreciation, gratitude, happy new year, thank you
Posted in customer experience management, Innovation, International Business, leadership, R=G, Social Entrepreneur, What's Next? (WILD CARD) | No Comments »
Tuesday, October 20th, 2009
Information’s pretty thin stuff unless mixed with experience. ~Clarence Day
Nearly every day, I work with colleagues who are eight or more time zones away. I’ve been doing this, with few interruptions, since the ‘80s. Back then, “geographically distributed” projects were run only by multinational corporations. Times have changed.
Global markets have become more interdependent, and collaboration across borders is now commonplace, even at smaller companies. Businesses know that they have to team up with companies in other regions to compete in the global “value creation” race*.
But a lot of companies struggle with this. In a June, 2009 survey by TMA World, 82% of respondents rated the performance of their company’s “global, virtual” teams as either ‘moderate’ or ‘poor’. Yet nearly all of those surveyed said that global teams were ‘very important’ to their organizations.
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Tags: developing regions, global, International Business, international experience, international seasoning, R = G, seasoned leader
Posted in Collaboration, Emerging Markets, International Business, leadership, R=G | 15 Comments »
Wednesday, September 16th, 2009
.
Over the last few weeks, my colleagues and I presented value propositions to separate audiences in Europe, Africa and the Middle East. Clients in each of these markets face unique challenges and opportunities to be sure. Our offerings addressed their different needs, but our approach is fundamentally the same everywhere.
Our work consists of three steps:
1) Develop a better understanding of customer needs by getting closer to customers and engaging them wherever possible,
2) Use customer insights to continually improve offerings,
3) Deliver a customer experience that’s better than the rest.
The good news is that these steps apply to clients everywhere, despite cultural variations. The not-so-good news is that succeeding with these steps is almost impossible unless there is substantial buy-in at the highest level in an organization.
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Tags: customer experience management, opportunity cost, opportunity smell test, right client
Posted in Business Practices, customer experience management, International Business | 14 Comments »
Wednesday, April 15th, 2009
Paris Urban Pattern
I’ve recently noticed a subtle but perceptible attitude shift among Americans working in foreign markets. My overseas colleagues are noticing, too. American business people, they say, are displaying more thoughtfulness than usual. U.S. companies operating overseas seem less inclined to approach global business as though its epicenter is in New York or Palo Alto.
It’s too soon to call this a new Zeitgeist, but change is in the air. The global economic crisis, which has its roots in the U.S., may be partially responsible. I think the new vibe is also influenced by Washington’s new tone in its approach to global affairs. As an American doing business abroad, this is promising.
Historically, many American firms have approached business from a decidedly ethnocentric perspective–more so than many of our European rivals. U.S. companies have missed opportunities as a result.
Things seem to be moving in a better direction now.
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Tags: cross-cultural, International Business, Osprey Associates, Post-American World, Rise of the Rest, Rules of Engagement
Posted in Business Practices, Collaboration, Emerging Markets, International Business, Relational competency, Sub-Sahara Region, West Africa, What's Next? (WILD CARD) | 1 Comment »
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